Project #105990 - QSO 340 – Final Exam

 

Instructions:

 

Please answer the following questions. Your responses should be between 100 and 150 words, double-spaced, and follow the American Psychological Association (APA) Publication Manual, 6th Edition.

 

Questions:

 

Question 1 (30 Points)

 

Describe resource leveling and resource-limited scheduling.

 

Question 2 (40 Points)

 

Read the scenario below and then prepare a work breakdown structure (WBS) listing for this project with activities corresponding to a two-level task and sub-task structure. Format the WBS listing with activity item indents and WBS codes (such as a numbering scheme) that clearly identify the level of each activity. Provide columns showing the WBS code, activity, and the WBS code of the immediate predecessor activities.

 

Scenario:

 

A warehouse is to be established in San Diego, CA, for distributing consumer products manufactured by your company at its main factory in the Portland, OR, area. As project manager to establish the facility, you will have to develop the overall distribution plans under which the facility will be established and operated in the San Diego region. This plan will include the estimated numbers of customers’ companies, the names and locations of potential customer facilities, and the estimated sales volume.

 

While looking to secure a suitable, existing building to lease, you can concurrently prepare for the initial stocking of the warehouse with products from the factory in Portland.

 

Securing a building will involve establishing facility requirements, searching for suitable building candidates, and negotiating a lease.

 

After the lease is signed and you take possession of the building, you will need to establish the facility operations. Any modifications necessary for your company's particular operational needs will have to be made. You will have to secure the items needed to make the building into an operational distribution center. Establishing facility operations will include securing and installing operating items that include fixtures (like shelving), materials handling equipment (like forklift trucks), and a telephone system. The computer system for ordering and inventory control is being handled by another project team.

 

To prepare for stocking, you will first have to establish the regional product plan that includes specific product types and volumes for the region to be served from the warehouse (for both initial limited operation and future full-scale operation). Then, orders must be prepared and submitted to get the initial stocks of required products delivered from the Portland factory. After taking possession of a building and submitting the orders, over a period of time you will receive products from Portland that will comprise the initial stock for the warehouse. The products will have to be unloaded from trucks and placed in the appropriate location within the warehouse.

 

With the warehouse stocked, you will operate it for a three-month period of time taking limited orders in a controlled systems test to check out operational procedures before turning over a fully operational facility to the company's sales, marketing, and physical distribution group. Once the initial stock of product is in place, reorders and additions to products for the warehouse will be handled by standard company operational procedures already in place. Establishing transportation systems for the new distribution center is being handled by another project team.

 

Question 3 (30 Points)

 

The PMBoK (Project Management Body of Knowledge) describes project integration as a six-step process. List all six of the process steps and provide a brief description of the purpose of each step.

 

 

 

Question 4 (40 Points)

 

A senior executive in a fast-paced, high-technology company is faced with making a decision on whether to terminate a troubled product development project. He knows from information received through the company's variance reporting procedure that the project is costing far more than expected, and the schedule has slipped so much that they may not meet a critical marketing time window. At the moment the development work is about half-complete, but the cost variance is -61 percent and the schedule variance is -42 percent. In addition, from summary reports he receives of design review meetings, he has the sense that there may be some difficult technical problems with the project.

 

The project involves development of a next-generation model in a product line that provides a significant share of the company's revenues and profits. Not only does the executive expect the model to capture new customers, but he also anticipates that many users of the current and older models will upgrade. Moreover, there is strong competition in the marketplace, and the company must protect its position.

 

Should the senior executive terminate this project?

 

Question 5 (20 Points)

 

Define a work breakdown structure.

 

Question 6 (30 Points)

 

Discuss the stages of team development. Address the process, problems, and level of productivity of each.

 

Question 7 (30 Points)

 

What are some essential skills for an effective project manager? How can these skills be developed?

 

 

 

Question 8 (30 Points)

 

Define budget and management reserves. Outline the differences between the two reserves, and provide some examples of each reserve fund.

 

Question 9 (20 Points)

Identify the three major categories of project costs and provide an example of each cost category.

Subject Business
Due By (Pacific Time) 01/31/2016 10:00 am
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